E-Bus App, Model & Tech CH1
E-Bus App, Model & Tech CH1
E-Bus App, Model & Tech CH1
CHAPTER
1
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Business Marketing
Perspective
Subtopics:-
1.1 Business Marketing
1.2 Business Marketing Management
1|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Because of interest in high-tech markets and the size of industrial markets, increased
attention is being paid to business marketing management.
Business Markets
Business market consists of all the organisation that acquire goods and services used in the
production of other products or services that are sold, rented or supplied to others.
Business markets also the markets for products and services from local to international.
Bought by:
• Businesses
• Government bodies
• Institutions
For:
• Incorporation in ‘final’ products
• Consumption in the firm itself
• Use in the firms’ operations
• Resale, e.g., by retailers
Business products are products and services that companies purchase to produce their
own products or to operate their business. Unlike consumer products, business products are
classified on the basis of their use rather than customer buying habits. These products are
divided into six subcategories: installations; accessory equipment; raw materials;
component parts and processed materials; maintenance, repair, and operating supplies;
and business services.
2|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Business-to-Business (B2B) Marketing.
Business-to-business marketing (or B2B marketing, as it is commonly known) involves the sale
of one company’s product or service to another company.
The B2B market is the largest of all the markets, and exceeds the consumer market in dollar
value. Companies like GE and IBM spend an estimated $60 million a day on goods that
support the operation of their business.
• A business is sourcing materials for their production process (e.g. a food manufacturer
purchasing salt).
• A business needs the services of another for operational reasons (e.g. a food
manufacturer employing an accountancy firm to audit their finances).
• A business re-sells goods and services produced by others (e.g. a retailer buying the end
product from the food manufacturer).
B2B is often contrasted with business-to-consumer (B2C) (refer to figure 1, example of B2B
and B2C for Dell Inc.). In B2B commerce, it is often the case that the parties to the
relationship have comparable negotiating power, and even when they do not, each party
typically involves professional staff and legal counsel in the negotiation of terms, whereas
B2C is shaped to a far greater degree by economic implications of information asymmetry.
However, within a B2B context, large companies may have many commercial, resource
and information advantages over smaller businesses. The United Kingdom government, for
example, created the post of Small Business Commissioner under the Enterprise Act 2016 to
"enable small businesses to resolve disputes" and "consider complaints by small business
suppliers about payment issues with larger businesses that they supply".
3|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Figure 1.1: B2B and B2C for Dell Inc.
Similarly:
Both marketers benefit by employing a market orientation, i.e.:
They need to understand and satisfy customer needs
They are both market driven
4|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Market-Driven Companies
5|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Partner with Customers
Marketers don’t just sell to customers; they develop a form of
partnership for the purpose of serving and adding value for their
consumer
6|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Business marketing planning must be coordinated and synchronized with corresponding
planning efforts.
Derived demand
Fluctuating demand
Stimulating demand
Price sensitivity / demand elasticity
Derived Demand
The demand for business products is called derived demand because the demand for
industrial products is derived from the ultimate demand for consumer products.
As a result, business marketers must carefully monitor fluctuating trends and patterns in
consumer markets.
7|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Fluctuating Demand
Stimulating Demand
Inelastic Demand
8|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Elastic Demand
A condition in which a small percentage change in the price of a product will lead to a
larger percentage change in the quantity demanded.
Mentioned earlier, the intended use determines whether or not a product is a consumer
product or a business product
If Mr. Clean is used by the ultimate consumer to clean his/her house, it is a
consumer product.
If Mr. Clean is being used to clean a hospital or a university, it is a business
product.
J.M. Smucker Company sells their jellies and jams to ultimate consumers as household food
products but also markets them as fillings and yogurt additives for other company’s
products.
9|P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Many companies successfully sell to both consumer and business markets.
Relationship Marketing
Characteristic Example
• Business market customers are • Among Dell’s customers are
comprised of commercial Boeing, Arizona State University,
enterprises, institutions, and and numerous state and local
governments. government units.
• A single purchase by a business • An individual may buy one unit of a
customer is far larger than that of an software package upgrade from
individual consumer. Microsoft while Citigroup purchases
10,000.
• The demand for industrial products is • New home purchases stimulate the
derived from the ultimate demand demand for carpeting, appliances,
for consumer products. cabinets, lumber, and a wealth of
other products.
• Relationships between business • IBM’s relationship with some key
marketers tend to be close and customers spans decades.
enduring.
• Buying decisions by business • A cross-functional team at Procter
customers often involve multiple & Gamble (P&G) evaluates
buying influences rather than a alternative laptop PCs and selects
single decision maker. Hewlett-Packard.
• While serving different types of • Job titles include marketing
customers, business marketers and manager, product manager, sales
consumer-goods marketers share manager, account manager.
the same job titles.
When reviewing Figure 4, notice the importance of the business marketer’s influence in
each step of the supply chain.
10 | P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Figure 1.4
Michael Porter and Victor Millar observed that “to gain competitive advantage over its
rivals, a company must either perform these activities at a lower cost or perform them in a
way that leads to differentiation and a premium (more value).”
Companies such as IBM and Toyota develop strategies to create suppliers who provide new
ideas and who are loyal.
11 | P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Business Market Customer Commercial Enterprises
Users
Users purchase industrial products or services to produce other goods or services that are,
in turn, sold in the business or consumer markets.
Example: Toyota buys machines to produce cars that are sold to consumers and businesses.
Toyota is a user.
Producers
OEMs
Governments
Institutions
This is the nonprofit segment of the market that does not seek to achieve
normal business goals such as ROI, %share of market or profit.
Market includes universities, hospitals, schools, churches, civic clubs,
foundations, etc
12 | P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
Classifying Goods for the Business Market
th
Figure1.5: Source: Adapted from Philip Kotler, Marketing Management: Analysis, Planning, and Control, 4 ed.
(Englewood Cliffs, N.J.: Prentice-Hall, 1980), p. 172, with permission of Prentice-Hall, Inc.
13 | P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e
A Framework for Business Marketing Management
14 | P a g e C h a p t e r 1 : B u s i n e s s M a r k e t i n g P e r s p e c t i v e